Enhancing your facilitation skills
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Enhancing Your Facilitation Skills. Laurie Call Director, Center for Community Capacity Development Illinois Public Health Institute. Objectives. Describe and apply the principles of facilitation. Match facilitation design to level of involvement needed for desired outcomes.

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Enhancing your facilitation skills

Enhancing Your Facilitation Skills

Laurie Call

Director, Center for Community Capacity Development

Illinois Public Health Institute


Objectives

Objectives

  • Describe and apply the principles of facilitation.

  • Match facilitation design to level of involvement needed for desired outcomes.

  • Identify and apply tools and techniques to improve group process.


Introductions

Introductions

  • Name

  • Organization/ Agency

  • Facilitation Experience Level

  • Where You Need to Use Faciliation

  • Your Greatest Strength or Facilitator Quality

  • Your Greatest Challenge or Area You Want to Improve

1_______________2_______________3_______________4_______________5

Little to None My Fair Share Expert Level


Agenda

Agenda

  • Review of Facilitation Principles

  • Apply design Tools to Agenda Development


Setting the stage

Setting the Stage

Review of the Basics


3 basic principles of facilitation

3 Basic Principles of Facilitation

  • A facilitator is a guide to help people move through a process together, not the seat of wisdom and knowledge. That means a facilitator isn't there to give opinions, but to draw out opinions and ideas of the group members.

  • Facilitation focuses on HOW people participate in the process of learning or planning, not just on WHAT gets achieved.

  • A facilitator is neutral and never takes sides.

  • Marya Axner, The Community Toolbox, Kansas University, http://ctb.ku.edu/en/tablecontents/sub_section_main_1154.htm


Content vs process

Content vs. Process

Content - What

Process - How

Methods

How relations are maintained.

Tools being used.

Rules or norms set.

Group dynamics.

Climate

  • Task(s)

  • Subject(s) for discussion.

  • Problem(s) being solved.

  • Decision(s) made.

  • Agenda items.

  • Goals and objectives

Meeting Leader: May offer opinion with intent on influencing the outcome

of discussions and decisions.

Facilitator: Remains neutral on the content and focuses on managing process.

– 2008 Ingrid Bens Facilitation at a Glance.


Stages of group development

Stages of Group Development

Bruce Tuckman


Good facilitation vs poor facilitation

Good Facilitation vs. Poor Facilitation

  • Recall an example of experiencing good facilitation and poor facilitation.

  • Share in small groups (5-7 minutes).

  • Identify the best example of each with associated characteristics and share with large group.

  • Large Group Recorder – Record characteristics/ actions associated with good and poor facilitation.


What does a facilitator do

What does a facilitator do?


Enhancing your facilitation skills

Which meeting goals do you have for your upcoming facilitative roles?

Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


A successful facilitator needs to negotiate for success

A Successful Facilitator Needs to Negotiate for Success…

  • Always negotiate the power you need to work effectively. Neutral on content does not mean neutral on process.

    • Identify the times you feel powerless in facilitation and what you need in those situations.

  • Facilitation is a form of leadership by consent.

-2005, Ingrid Bens, Advanced Facilitation Strategies.


And work for success

And Work for Success…

  • Process designed was based on insufficient or inaccurate information

  • Processes not tested; buy-in not there.

  • Facilitator skills and experience insufficient for complexity.

  • Norms for interaction not set.

  • Process not managed by facilitator

  • Unintentionally loses neutrality.

Why do facilitators lose their role?

(reflect back to your discussions earlier)

-2005, Ingrid Bens, Advanced Facilitation Strategies.


Common mistakes that cause facilitator loss in neutrality

Common Mistakes that Cause Facilitator Loss in Neutrality…

Remember to switch hats!

  • Changing Members’ Words

  • Taking Sides

  • Asking too Many Leading Questions

  • Unconscious Selling

  • Not Checking Assumptions

  • Answering Content Questions

  • Favoring One Person or Side Over Another

Solutions:

Check-in with participants. Watch body language and change in participation. Ask…Evaluate

-2005, Ingrid Bens, Advanced Facilitation Strategies.


5 rules of facilitation

5 Rules of Facilitation

  • Context, context, context.

  • Keep the purpose crystal clear.

  • Always create a detailed process agenda to guide your work.

  • Don’t hesitate to make needed interventions.

  • You are the instrument.

    -2005, Ingrid Bens, Advanced Facilitation Strategies.


Pre facilitation

Pre-Facilitation


Assessing needs

Assessing Needs

What’s the history of the group and their work?

Why does the group feel a need for a facilitator?

What does the group need to accomplish? By When?

What can you tell me about leadership, members, group dynamics etc.?

What do you hope that happen as a result of this meeting?

Verify any assumptions you may have.


The 5 p s of preparation

The 5 P’s of Preparation

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Planning

Planning

  • Be clear on where the group has been and where the group needs to go/ what they need to accomplish and by when

  • Learn what you can about members

  • Design processes to engage all members

  • Structure meeting so group does the talking 80-90% of the time

  • Identify potential barriers and solutions to overcome

  • Give participants a road map.

  • For all design….have back up plans!


Agenda development guideline

Agenda Development Guideline

  • Overall goal for the group

  • Specific objectives and correlating outcomes for this meeting/session that must be met

  • Who must attend? Roles?

  • What pre-work or information will participants need?

  • What type of opener is needed to foster comfort?

  • What amount of time for discussion is needed?

  • What decisions must be made?

  • What is the potential resistance/ issues? Where? Who?

  • Are there any special norms that need to be established?

  • How will you know you it was successful?

– Adapted from: 2008 Ingrid Bens Facilitation at a Glance.


Enhancing your facilitation skills

Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Enhancing your facilitation skills

Designing and Effective Agenda

Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Enhancing your facilitation skills

When Designing Processes

5 Levels of Involvement

Consider the

Level of Involvement

Needed

Determine/ Design the Activity

Determine Time Estimate

Higher Time Commitment

Lower Time Commitment

Adapted from: Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Top 10 ways to ensure a bad agenda

Top 10 Ways to Ensure a Bad Agenda

  • Time the agenda right down to the minute and assume the meeting will start exactly on time.

  • Assume that everyone will know what you’re trying to accomplish at the meeting and if they don’t…they’ll ask you.

  • Plan to spend the first half of the meeting prioritizing what to do the second half.

  • Keep the meeting interesting by making sure as many statistics and technical reports are shared in a didactic manner.

  • If you’ve got an agenda of difficult and important items, improve efficiency by skipping breaks and shortening lunch.

  • When the most important discussion if likely to be emotionally charged, save it for last. Maybe the group will be ready by then and on their way out the door.

  • Since everyone prefers meetings stay on track, assume no one will raise a topic that’s not on the agenda.

  • When you know the agenda is too packed, assume the meeting will run overtime….but don’t tell anyone in advance.

  • To maintain your flexibility, don’t put the agenda in writing.

    1.Don’t waste time planning an agenda. Things never go the way you expect them to go.

Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Facilitation

Facilitation


The facilitators best tool questions

The Facilitators Best Tool….Questions

  • The ability of the group to respond to a question is significantly affected by the quality of the question the facilitator asks.

    • The first thing we want to talk about are inputs. What are the inputs to the scheduling process?

      or

    • If you were about to develop the clinic staffing schedules, what information would you have to have close by?

    • When you draw a vivid image, participants can almost literally see the answers and can begin responding right away.

    • Start with an image building phrase such as “Think about…”, “Imagine..”, “If…” and “Consider…”

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Enhancing your facilitation skills

Complete the Chart


Facilitation process tools

Facilitation Process Tools

  • Visioning

  • Brainstorming

  • Affinity Diagramming

  • Root-Cause Analysis

  • Forcefield Analysis

  • Multi-Voting

  • Polling

  • Small Group Work

  • Individual Work

  • More and more and more….

When do you use these process tools?


What to record

What to Record

  • Any decisions made

  • Actions assigned during the meeting

  • Outstanding issues that surfaced

  • Key/ relevant comments and analysis

  • Write first, discuss second (see next slide)

  • Write what they said, not what you heard

  • Write so the group can read it

  • Ask don’t tell (before you make a change)

  • Offer/create a template for responses

  • Record only as many words as necessary

  • Use common abbreviations

How to Record

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Post facilitation

Post Facilitation

– 2008 Ingrid Bens Facilitation at a Glance.


Putting your skills to work

Putting Your Skills to Work

Handling Challenging Members and Issues Effectively


Enhancing your facilitation skills

2002, Roger Schwarz, The Skilled Facilitator New and Revised.


Deciding whether or not to intervene

Deciding Whether or Not to Intervene

  • Is the problem serious?

  • Might it go away by itself?

  • How much disruption will intervening cause?

  • How will it impact relationships?

  • Will it damage anyone’s self esteem?

  • What’s the chance of it working?

  • Do I have enough credibility?

  • Is it appropriate to intervene given their level of openness and trust?

    What will happen if I do nothing?

    If the answer is the group will be less effective, then you must intervene.

– 2008 Ingrid Bens Facilitation at a Glance.


Facilitation intervention wording

Facilitation Intervention Wording

  • Describe what you see

    I’m noticing…..

  • Make an impact statement

    I’m concerned…

  • Redirect ineffective behavior by telling or asking

    Would you please…?

    What needs to be done…?


What are some common types of challenging members

What are some common types of challenging members?

  • Dominator

  • Self-proclaimed expert

  • Late to arrive/ Early to Depart

  • Non Participatory

  • Private Participant (only with neighbors)

  • Storyteller

  • Naysayer

  • Constant Devil’s Advocate

  • Busy Person/ Not Focused on Meeting at hand

  • Inappropriate (comments, attacks, etc.)


Overcoming challenging behaviors

Overcoming Challenging Behaviors


Fostering mutual understanding

Fostering Mutual Understanding

  • Identify or ask for one volunteer to be the “focal person”. Give them 3 minutes to speak and allow them to begin with, “Here’s the point I am trying to make…”

  • When the focal person finishes, someone should ask, “What did you mean by…?”, or “Can you explain why…?” or something similar.

  • Allow focal person to respond.

  • Ask the questioner, “Is that clear to you now?” If not, have them state what is unclear and allow the focal person to respond.

  • When both the focal person and questioner feel understood, ask for another questioner.

  • After 3 or 4 people have had a chance to ask questions, ask for a new volunteer for a focal person.

Use this technique when you need to promote understanding of various view points, not to resolve conflict/ differences….

Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Using reframing to overcome negative group culture

Using Reframing to Overcome Negative Group Culture

Adapted from: Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Other re framing ideas

Other Re-framing Ideas

  • “What’s unchangeable about this problem?” Based on list, identify an aspects that may be changeable after all.

  • Identify Key Words that lead to assumptions. Challenge the assumptions.

  • Reversing Assumptions about a problem.

  • Removing constraints

  • Re-centering the cause

  • Worst case scenario….

Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Put prevention to work

Put Prevention to Work…

  • Identify potential issues and dysfunctions with leaders and key members

  • Assign seats or small groups

  • Add ground rules (see next slide)

  • Interact with particular members

  • Pay close attention to particular members’ reactions

  • Hold informal meetings during breaks

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Adding ground rules to prevent dysfunction

Adding Ground Rules to Prevent Dysfunction

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Early warning signs

Early Warning Signs…

  • Look for:

  • Participants who are not speaking.

  • Participants who complain or object publicly to the group or privately to a neighbor in side conversations

  • Participants whose outward expressions seem to indicate that they are not buying in

  • Participants whose body language seems to indicate uneasiness.

  • Changes in communication patterns and dynamics.

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Managing dysfunction

Managing Dysfunction

  • Reward Functional Behavior with attention, head nods, smiles, the floor when asked and comment at breaks on their participation.

  • Focus on Prevention

  • Detect Problems Early

  • Go for a Clean Resolution by

    • approaching person privately or generally,

    • empathize with the symptom,

    • address the root cause,

    • get agreement on a solution.

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Enhancing your facilitation skills

Tips

  • Timing matters…deal with the behavior as soon as you recognize it and timing works.

  • During each break, address remaining issues.

  • If problem is severe, call an early break.

  • Avoid public corrections, getting angry or emotional and losing objectivity or neutrality.

  • Continue to monitor

-Michael Wilkinson, The Secrets of Facilitation, 2004.


Dealing with resistance

Dealing with Resistance

  • Invite the resistor to express their rationale for resistance while you listen.

    Tell me why you feel this way.

    What happened last time?

    Help me understand the facts of the situation.

  • After concerns have been acknowledged, ask questions to prompt the resistor to suggest solutions to barriers

    What would make you change your mind?

    What assurance will eliminate your concerns?

    ports will enable you to continue?

– 2008 IngridWhat sup Bens Facilitation at a Glance.


Enhancing your facilitation skills

Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Decision making methods

Decision-Making Methods

  • Majority Rule

  • Supermajority

  • Simple Concensus

  • Five Finger Consensus


Decision making

Decision-Making

  • Consensus Building

  • Multi-voting

  • Compromising

  • Majority Voting

  • One Person Decides

  • Supermajority


Gradients of agreement

Gradients of Agreement

Source for Gradients of Agreement: Sam Kaner, Duane Berger and Staff of Community At Work, 1987.

Source: M. Doyle and D. Straus, Making Meetings Work (New York: Berkeley Books, 1993


Methods for polling

Methods for Polling

  • Show of Hands

  • Human Line Continuum

  • Pick One and Say Why

  • Simultaneous Score/Vote

  • Secret Ballot (post results)

  • Preliminary Poll…Discussion…Final Poll

  • Small Group Sharing/ Consensus

Adapted from : Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


When do you need enthusiastic support buy in ownership

When do you need enthusiastic support (buy-in/ ownership)?

When is lukewarm support good enough?

Adapted from : Community at Work 2007, Sam Kaner, Facilitators Guide to Participatory Decision Making, 2nd Ed.


Consensus

Consensus

I can live with it and I will support it.


Monitoring and measuring the facilitative and group process

Monitoring and Measuring the Facilitative and Group Process

Evaluation Tools to Measure Group Satisfaction and Effectiveness


Process evaluation tools

Process Evaluation Tools

  • Don’t just wait until the end to evaluate and find out that you are on or off track.

  • Use quick pulse check surveys for periodic feedback.

    12345

    _________________________________________________________

    Assign descriptors to each value.

    Progress: To what extent are we achieving our goals?

    Pace: How does the pace feel?

    Process: Are we using the right methods/tools?

    Pulse: How are you feeling about the session?


Informal group evaluation

Informal Group Evaluation

  • You can use this a few different ways:

  • in a large group on flipchart and solicit feedback

  • Post flipcharts and have people complete as they exit (post in different places)

  • As a written survey.

  • Best used as large group discussion tool.


Enhancing your facilitation skills

Meeting Effectiveness Evaluation

Please use a scale from 1-5 for each item.

1= not very effective and 5= to a great extent. (Rating of 5 is best)

Additional Comments:

_____________________________________________________________________________________

_____________________________________________________________________________________

MarMason Consulting


Meeting exit survey

Meeting Exit Survey

  • Suggest using a 5 pt likert scale ratings of poor, fair, satisfactory, good and excellent or some other clear descriptors.

    • Output: How well did we achieve what we needed to?

    • Use of Time: How well did we use our time?

    • Participation: How well did we ensure everyone was equally involved?

    • Decision Making: How well-thought out were our decisions?

    • Action Plans: How clear and doable are our actions plans?

    • Organization: How well run was the meeting?

    • Meeting Objectives – Are there clear objectives for each meeting topic?

    • Communication – Are agendas circulated in advance of the meeting?


Enhancing your facilitation skills

  • Start Times – Do meetings start on time?

  • Time Limits – Are time limits set for each agenda item?

  • Meeting Review – Are action items from the previous meeting(s) brought forward?

  • Warm-up – Is there a meeting warm-up to hear from all members?

  • Role Clarity – Are roles made clear?

  • Setting – Is the meeting place conducive to our working?

  • Process – Is there clarity before each topic as to how that item will be managed?

  • Preparation – Have people done their homework?


Enhancing your facilitation skills

  • Interruptions – Are they managed well?

  • Participation – Are all members fully exchanging views, taking responsibility for action items and follow-up?

  • Leadership – Do a few people make all decisions, or is there a sharing of authority?

  • Pace – Is the pace either too fast or too slow, or is it just right?

  • Tracking – Do meetings stay on track and follow the agenda?

  • Record Keeping – Are quality minutes kept and circulated?

  • Listening- Do members practice active listening?

  • Conflict Management – Are differences of opinion suppressed or is conflict effectively used?

  • Decision Making – Does the group generally make good decisions?

  • Closure – Do we end our meetings with clear next steps?

– 2008 Ingrid Bens Facilitation at a Glance.


Outcome evaluation

Outcome Evaluation

  • Were objectives met? How well?

  • What was result of objectives being met?


Bibliography and suggested resources

Bibliography and Suggested Resources

  • Advanced Facilitation Strategies, Ingrid Bens and John Wiley & Sons, Inc., 2005.

  • Facilitation at a Glance, 2nd Edition, Ingrid Bens and Goal/QPC, 2008. (To order 800.643.4316 or [email protected])

  • Facilitators Guide to Participatory Decision-Making, 2nd Edition, Sam Kaner, 2007.

  • The Secrets of Facilitation, Michael Wilkinson, 2004.

  • The Skilled Facilitator New and Revised, Roger Schwarz, 2002.


Enhancing your facilitation skills

Laurie Call

[email protected]

Springfield Office - 217.679.2827

Chicago Office – 312.850.4744

www.iphionline.org


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